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Robyn L. Jones

Researcher at Cardiff Metropolitan University

Publications -  92
Citations -  7205

Robyn L. Jones is an academic researcher from Cardiff Metropolitan University. The author has contributed to research in topics: Coaching & Context (language use). The author has an hindex of 41, co-authored 86 publications receiving 6696 citations. Previous affiliations of Robyn L. Jones include Cardiff University & University College of Southeast Norway.

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Do Coaches Orchestrate? The Working Practices of Elite Portuguese Coaches

TL;DR: The coaches featured in this study were found to carefully and strategically consider their actions and behaviors; particularly concerning the generation of others' compliance and respect, giving further credence to the notions of power, social obligation, and the flexible scaffolding of learning.
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The Black Experience within English Semiprofessional Soccer

TL;DR: In this article, the authors provide an avenue of research into perceived discriminatory practices against Black semiprofessional soccer players and provide an analysis of the Black experience in sport in sport.
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Changing Personas and Evolving Identities: The Contestation and Renegotiation of Researcher Roles in Fieldwork.

TL;DR: In this article, the authors discuss the development and evolution of particular personas adopted by researchers in the quest for rich exchanges within the social field and analyse their role as a female ethnographer (and the sole female) in the world of elite male rowing.

Locating the coaching process in practice: models 'for' and 'of'

TL;DR: The analysis suggests that the current set of models result in a representation of the coaching process that is often reduced in complexity and scale, and the essential social and cultural elements of the process are often underplayed.
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What do coaches orchestrate? Unravelling the 'quiddity' of practice

TL;DR: In this article, the authors present the reflective method of critical companionship through which they explored and addressed the aforementioned purposes and made the case for the quiddity or the just whatness of coaching as involving complex, relational acts which can be somewhat explained through recourse to the developing theory of orchestration.